• What was the primary cause of your withholding? • What was the primary consequence of your holding back? To what extent do these statements hold true in your workplace? • In my company, I feel empowered to take risks. • My organization has a healthy mindset around failure. • Hitting your targets is the only way to get ahead.
Think of a recent failure at work that you observed or helped create. • What was the context? (Where did it happen?/What was the goal?) • What were the primary causes of the failure? • Who knew about it? • How much was learned from the failure?
Recall the failure you identified earlier. • Consider the context and the primary causes of the failure. • How would you characterize the context? • Routine • Complex/Customized/Variable • Innovation/Discovery
What percent of failures in your organization are caused by blameworthy acts? What percent of failures in your organization get treated as if caused by blameworthy acts? How might you, “frame the work” keeping the following features of the work in mind: uncertainty, interdependence, what’s at stake, the role of failure? What will you say to build a shared understanding that anyone’s voice might matter? What good questions can you ask in your next meeting? When should you push for breadth? When should you probe for depth? |